___________________ is possibly the most important pre-twentieth-century influence on management. The introduction of machine powers combined with the division of labor made large, efficient factories possible. Planning, organizing, leading, and controlling became necessary activities.

________ is known as the “father” of scientific management. ____’s work at the Midvale and Bethlehem Steel companies stimulated his interest in improving efficiency.

______ sought to create a mental revolution among both workers and managers by defining clear guidelines for improving production efficiency. He defined four principles of management

________ is probably best known for his experiments in reducing the number of motions in bricklaying

Scientific management is defined as the use of the scientific method to determine the “one best way” for a job to be done. It has introduced TWO main studies from Frederick W Taylor and the husband & wife couple Frank/Lillian Gilbreth.

How Today’s Managers Use Scientific Management.

Guidelines devised by Taylor and others to improve production efficiency are still used in today’s organizations. However, current management practice is not restricted to scientific management practices alone. Elements of scientific management still used include:

a. Using time and motion studies

b. Hiring best qualified workers

c. Designing incentive systems based on output

General Administrative Theorists. This group of writers, who focused on the entire organization, developed more general theories of what managers do and what constitutes good management practice.

1. Henri Fayol, who was a contemporary of Frederick W. Taylor, was the managing director of a large French coal-mining firm.

a. Fayol focused on activities common to all managers.

b. He described the practice of management as distinct from other typical business functions.

c. He stated 14 principles of management (fundamental or universal truths of management that can be taught in schools)

Who developed a theory of authority structures and described organizational activity based on authority relations?

He also described the ideal form of organization as a bureaucracy marked by a division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.

BEHAVIORAL APPROACH

The field of study concerned with the actions (behaviors) of people at work is organizational behavior. Organizational behavior (OB) research has contributed much of what we know about human resources management and contemporary views of motivation, leadership, trust, teamwork, and conflict management.

Four individuals—Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard—were early advocates of the OB approach. Their ideas served as the foundation for employee selection procedures, motivation programs, work teams, and organization environment management techniques.

The Hawthorne Studies were the most important contribution to the development of organizational behavior.

The researchers concluded that social norms or group standards were key determinants of individual work behavior.

The quantitative approach to management, sometimes known as management science, uses quantitative techniques to improve decision making. This approach includes applications of statistics, optimization models, information models, and computer simulations.

As often happens after wartime, methods that were developed during World War II to conduct military affairs were applied to private industry following the war. For instance, a group of military officers—the Whiz Kids—used quantitative methods to improve decision making at Ford Motor Company in the mid-1940's.

In the 1950's, the ideas and techniques of W. Edwards Deming and Joseph M. Juran were embraced by Japanese organizations. Later Western managers also incorporated their ideas.

The management philosophy devoted to continual improvement and responding to customer needs and expectations is total quality management or TQM.

Systems Theory.

A system is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. The two basic types of systems are closed and open. An open system is not influenced by and does not interact with its environment. A closed system interacts with its environment.